DiscilinesofroblemSolving解决问题的个步骤

8

DISCIPLINESTO

PROBLEMSOLVING解决问题的8个步骤

8-D20001ThiscoursewasdevelopedbyateamofTennecoAutomotiveemployeeswhohaveworkedonproblemsolvingeffortsforthepastfifteentotwentyyears.ThiscourseisasummaryoftheproblemsolvingprocessthatwasformerlyknownasPEP(PeopleEliminatingProblems)withintheridecontrolbusinessunitandQUIP(QualityImprovementProcess)withintheexhaustbusinessunit.FordMotorCompanyisacknowledgedasthedeveloperofthe“8-D”process.ThankstoKayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)fortheirworkonthisproject.2此课程是由TA一批在过去15到20年时间里致力于问题的解决的员工开发的。它是对以前在控制系统生产企业使用的以前被称为PEP（排除问题）和在排气系统生产企业中使用的QUIP（提高质量程序）的解决问题过程的一个总结。FORD被认为是8D的兴起人。感谢为此课程做出努力的KayShreve(Monroe,MI),MichaelBrown(Paragould,AR)andEuniceSpradlin(Cozad,NE)3D-1FormtheTeam组建小组D-2DescribetheIssue描述问题D-3ContainmentActivities应急措施D-4FindandVerifyRootCause找出根本原因D-5SelecttheBestSolution挑出最好的解决方法D-6VerificationofCorrectiveAction确认纠正措施D-7PreventRecurrence防止再发生D-8CongratulatetheTeam祝贺小组8-DisciplinesofProblemSolving解决问题的8个步骤4D-1FormTheTeamSize大小5to7CoreMembers5-7个核心成员SupportNeeded需要的支持Whatleveloftheorganization需要什么水平的组织Change改变Accordingtoneeds根据需要Roles角色Defineroles/responsibilities定义角色/责任WHERE地点SeenonObject根据目标SeenGeographically地理位置(Supplier/Customer/Etc)（供应商/客户/等）5D-1FormTheTeamTraining培训Arrangefortrainingofallteammembersifnottrainedyet如果还没有培训过安排所有小组成员的培训Records记录InitiateTACCT(TennecoAutomotiveCustomerConcernTracking)Systemreport;initiateactionregister建立TACCT（TA顾客跟踪）系统报告和行动记录6D-1FormTheTeam

CAUTIONS!!!

注意Ensurecross-functionalteammembers确保小组成员具有多功能Includeprocessowners(thosewhodothework)使每个步骤都要有相关责任人Includechampionandleaderasroad-blockremovers要有CHAMPION和领导人作为排清障碍的人7D-2DescribetheIssueDefinetheissueintermsofwhatiswrongwithwhat描述什么出现了什么问题WHAT什么

Objectwastheissueseenon目标是发生的问题Whatdefectwasseen发现了什么缺陷WHERE地点SeenonObjectSeenGeographically(Supplier,Customer,Etc.)8D-2DescribetheIssueWHEN什么时候Firstseen第一次看见Whenelseseen什么时间看到另外的Whenseenintheprocess什么时间在工序中看到HOWBIG有多严重Howmanyobjectshavethedefect多少目标有缺陷？Howmanydefectsperobject每个目标有多少缺陷？Whatisthetrend趋势是什么9D-2DescribetheIssueTOOLSTOUSE使用的工具Processflowdiagram工艺流程图Checksheetstocollectdata收集数据的检查表Anydatathatisreportingtheissue任何反映问题的数据Customercomplaints顾客埋怨CurrentSPC/Datacollectionsheets当前SPC/数据收集表pFMEAScrap/reworkreports废品/返工报告10D-2DescribetheIssueRECORDS记录DescribetheissueintheTACCTsystem在TACCT系统中描述问问题SearchtheTACCTsystemtodetermineifthisissuehasbeenaddressedbyanyotherfacility/group检查TACCT系统看是否此此问题其他工工厂也有出现现11D-2DescribetheIssue12D-2DescribetheIssue13D-2DescribetheIssue14D-2DescribetheIssue15D-2DescribetheIssueCAUTIONS!!!Stateissueinquantifiableterms描述问题时要要量化Usedatatosupportproblemstatement用数数据据支支持持问问题题的的陈陈述述Describesymptom/effectoftheissue描述述问问题题症症状状和和影影响响Avoidjumpingtoconclusionofcause避免免跳跳到到原原因因的的总总结结16D-3ContainmentActionsDetermineifContainmentisNeeded决定定是是否否需需要要应应急急措措施施IFYES如果果需需要要Defineaction(s)定义义行行动动Assignresponsibility分配配职职责责Implement实施施Document记录录Monitor监控控Establishexitcriteria建立立停停止止行行动动的的标标准准17D-3ContainmentActionsIFNO如果果不不需需要要Documentreasonswhycontainmentaction(s)arenotrequired记录录不不需需要要的的原原因因RECORDS记录录Documentcontainmentaction(s)onTACCTsystem在TACCT系统统记记录录应应急急措措施施18D-3ContainmentAction(s)CAUTIONS!!!Ensurecustomerprotection确保顾顾客保保护Determineanddocumentcriteriaforbegin/exitcontainmentactions确定并并记录录开始始/结结束应应急措措施的的标准准Communicatetokeyprocessowners与每个个步骤骤负责责人沟沟通19D-4FindandVerifyRootCauseBrainstormforPotentialCauses对可能能原因因进行行头脑脑风暴暴FreeWheelingUseFlipCharts用活动动挂图图RoundRobin循环赛赛StickyNotes粘贴纸纸SignUpList签名单单20D-4FindandVerifyRootCauseBrainstormingrules头脑风风暴的的规则则AvoidCriticism避免批批评WelcomeExaggeration欢迎夸夸张Wilder/Better思维越越广越越好SolicitQuantity注重数数量AsManyAsPossible越多越越好EncourageBuildingonOtherIdeas鼓励在在其他他主义义基础础上发发挥StimulateParticipation鼓励参参与RecordAllIdeas记录所所有想想法DiscussionComesLater然后讨讨论21D-4FindandVerifyRootCauseConsider考虑：：Whatwashappening什么发发生了了Whatwas““normal””什么是是“正正常的的”Whatchanged什么发发生了了改变变Whatstarted什么开始始了Whatstopped什么结束束了VERIFY确定Cantheproblembeturned“on”and“off””问题是否否可被打打开或关关掉22D-4FindandVerifyRootCauseToolsToUse使用的工工具FiveWhy’s5个WHYFishbone/Cause&Effect鱼骨图/原因和和影响DataAnalysis数据分析析ScatterDiagram散点图DesignofExperimentTools设计实验验工具23D-4FindandVerifyRootCauseRECORDS记录IdentifyrootcauseonTACCTsystem在TACCT系统上标标注根本本原因D-4RootCauseCAUTIONS!!!Don’’tjumptoconclusions不要直接接跳到结结论Donotstopthe8-DprocessbecauseContainmentActionshavereducedthepain不要因为为应急计计划已经经减轻了了问题而而停止8DDon’’treactonlytothesymptoms-gotothecause不要只针针对表面面采取行行动，要要深入到到原因25D-5SelectBestSolutionEVALUATEbasedon评价建立立在以下下基础上上Effectontheproblem对问题的的影响Practicality实用性Cost费用Acceptance接受程度度Timetoimplement/utilize实施的时时间26D-5SelectBestSolutionIMPLEMENTATIONPLAN实施计划划Whatisrequired需要什么么Whoisresponsibleforwhat谁负责什什么Establishtargetdates确定目标标日期Involveaffectedparties包括所有有相关方方Obtainmanagementsupport获得管理理上的支支持DocumentChanges更新记录录Anticipateunwantedeffects要对意外外的影响响有个预预估27D-5SelectBestSolutionTOOLSTOUSE工具EvaluationGrid评估表BenchmarkingReview基准的回顾顾PokaYokeReview找错回顾CostBenefitAnalysis成本利益分分析RECORDS记录RecordsolutionsonTACCTsystem在TACCT系统记录解解决方法28D-5SelectingBestSolutionCAUTIONS!!!Ensuresolutioncanefficientlybeimplemented确保解决方方法能有效效地实施Obtainbuy-infromkeystakeholders从主要投资资方获取买买入品Identifyallcosts/impact(s)ofproposedsolution确定建议的的解决法的的费用/影影响29D-6VerificationofCorrectiveActionsON-GOINGCONTROLS持续地控制制Quantifiable&Measurable量化并可可测Clearlymeetsobjectives/goals明确地达到到目标30D-6VerificationofCorrectiveActionsREVIEWCONTAINMENT回顾应急行行动Canitberemoved能否取消Containmentcannotberemoveduntilverificationdataprovesthatthestatedobjective/goalhasbeenmet直到有可靠靠数据证明明要求的目目标已达到到才可停止止应急行动动31D-6VerificationofCorrectiveActionsVERIFICATIONMETHODS确认的方法法Increasefrequencyoftestingof““X”testfrom6pcspermonthto3pcsperdayfornext3months把“X”测试的频率率从每月6件提高到到在以后的的三月中每每天3件100%sortfordefect““X”forthenextfiveshipments以后的5次次货运用100%的的划分法诊诊断“X”32D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSCollectdataforspecificdefectforthenext3weeks;calculatetheCpK(CpKmustbeequaltoorgreaterthan1.67)以后3周里里收集每个个特殊的缺缺陷的数据据，计算CpK（CpK应该大于或或等于1.67）Testforcharacteristic““X”;zerodefectsallowed测试性能““X”，不允许任何何缺陷33D-6VerificationofCorrectiveActionsVERIFICATIONMETHODSTrackovertimeinarea“Y”forthenext3months;overtimeshouldnotexceed““A”hourspermonth在“Y”34D-6VerificationofCorrectiveActionsRECORDS记录录DocumentverificationmethodsinTACCTsystem在TACCT系统统中中记记录录验验证证方方法法Includeitemsfromimpleme35D-6VerificationofCorrectiveActionsCAUTIONS!!!Ensurecontainmentisnotendedtoosoon确保保应应急急措措施施不不要要结结束束过过早早Avoidshorttermimpact避免免短短期期效效应应36D-7PreventRecurrenceIdentifywhatSystems系统Practices实践Procedures程序Reviewotherareaswherethisproblemcouldoccur检查其它此问题可发生的领域37D-7PreventRecurrenceTOOLSTOUSE工具Brainstorming头脑风暴ActionPlanning行动计划ProcessFlowDiagrams工艺流程图图pFMEAs38D-7PreventRecurrenceMethodtoPreventRecurrence避免再发生生的方法：：Identifytheopportunity确认什么时时候可能再再发生Definethescope定义发生的的范围Analyzethecurrentprocess分析当前流流程Envisionthefutureprocess预想将来流流程Pilotandverifytheproposedchange引导并确认认建议的变变化39D-7PreventRecurrenceMethodtoPreventRecurrence-cont’d防止再发生生的方法包Implementthechange实施改变Changeallpertinentrecords改变所有相关记录Obtaincustomerapprovalpriortochangeifrequired如果要求在变化前获得顾客许可ContinuallyImprove持续改进40D-7PreventRecurrenceRECORDS记录ListimplementationplansonTACCTsystem;providecontactsource(teamleader)forotherswhomayseekresolutionofthisissueinthefuture在TACC